The hospital has always attached importance to the cultivation of talents. In the early days of the hospital, a number of medical experts from Union Hospital, Peking University Hospital, Qilu Hospital, and Europe and the United States who had returned home after studying in Europe and the United States, such as Zhu Xianyi, Zhao Yicheng, Wu Yingkai, Yu Yifeng, Yu Souting, Wang Zhongzhong, Zhang Tianhui, Zhang Chengdai, Guo Cang, Wang Shixun, Yang Ji, Bufeng Ju, Yuan Jiaqin, and Liang Huatang, etc., were brought together in our hospital.
The main mode of personnel training in the sixties: sending to schools for off-the-job study, sending to relevant fraternal organizations for further training, and training in actual work.
During the "Ninth Five-Year Plan" period, the hospital formulated the "Tianjin Medical University Million-Yuan Young Talent Cultivation Fund Implementation Program", and at the same time launched the cultivation project. During this period, the hospital continuously strengthened the management of talent work and the construction of talent team, and comprehensively improved the overall quality of the disciplinary team. The hospital's talent team shows three obvious characteristics: First, the discipline, academic leaders team rejuvenation. Second, the discipline team as a whole tends to be highly educated. Third, the young and middle-aged technical backbone has become the main force of the hospital medical, teaching and research work.
During the Tenth Five-Year Plan period, according to the overall development of the construction of the medical university and the construction goal of the "211" project, closely focusing on the construction of key disciplines, with the cultivation of young and middle-aged discipline leaders and innovation echelon of key disciplines as the core, and comprehensively improving the quality of professional and technical team as the focus. Focusing on the quality of professional and technical teams, we have established and perfected an effective mechanism for the introduction, cultivation, selection and utilization of talents, and trained a number of discipline leaders and academic leaders with professional and technical expertise and a certain degree of visibility at home and abroad. To establish a professional and technical team with reasonable structure of age, knowledge and title, strong comprehensive strength in medicine, teaching and research, outstanding advantages in key disciplines, and innovative spirit and ability, the hospital issued the Implementing Measures for the Selection of Talents for the New Century in General Hospital of Tianjin Medical University at the end of 2002 and the Implementing Measures for the Selection of Young Professional and Technical Backbones in General Hospital of Tianjin Medical University.
During the period of "Ninth Five-Year Plan" and "Tenth Five-Year Plan", the hospital has successively recommended excellent professional and technical personnel to take part in the 131 Talent Project of the city, the excellent young and middle-aged professional and technical personnel of the Health Bureau, and the selection of the trans-century talents and young technical backbones of Tianjin Medical University, as well as the selection of talents in the new century. Talents of the New Century. In 2003, 2005 and 2006, three batches of hospital-level New Century Talents and Young Technical Backbones were selected. At present, the hospital has Tianjin "131" talents, 19 trans-century talents of Medical University, 32 young technical backbones of Medical University, 5 New Century talents of Medical University, 31 New Century talents and 25 young technical backbones of Medical University, 54 people enjoying the government's special allowances, 2 people have been awarded the title of experts of the Ministry of Personnel of the State for their outstanding contributions, and the title of honorary title of Tianjin City. 54 people enjoy government special allowance, 2 people get the title of experts with outstanding contribution from the Ministry of Personnel of China, 5 people are honored as experts in Tianjin, and 7 people are honored as experts in Tianjin.
In 2003 and 2005, the hospital was honored as the advanced group of Tianjin Medical University in the construction of faculty. There are 2,439 employees in the hospital and 2,176 professional and technical personnel, including 409 senior title holders, 845 intermediate title holders and 922 junior title holders. 84 doctoral degree holders and 23 master's degree holders are in the hospital. There are 84 doctoral degree holders and 239 master's degree holders. There are 42 doctoral supervisors and 169 master's supervisors. Among the medical, teaching and research personnel (691): the proportion of senior titles is 40.65%; the proportion of personnel with master's degree or above (323) is 46.75%, among which the proportion of personnel under 45 years old (498) with master's degree or above (235) is 47.2%, and the proportion of doctor's degree (66) is 13.26%; the proportion of personnel under 45 years old (37) with full senior titles ( 151) is 24.5%; under 40 years old (85) associate senior title personnel (199) is 42.7%; the average age of medical teaching and research team is 40.6 years old.
The medical, teaching and research team of the key construction disciplines of the "211 Project" (142 people) has a proportion of 63.4% with master's degree or above (90 people); among them, the proportion of people under 45 years old (103 people) with master's degree or above (71 people) is 69%, and the proportion of doctoral degree (30 people) The proportion of personnel under 45 years old (103) with master's degree or above (71) and doctoral degree (30) is 69%, 29%. Among those under 40 years old (80), the proportion of those with master's degree or above (59) is 73.8%, and the proportion of doctoral degree (26) is 32.5%. Most of the "211 Project" key construction disciplines are led by young and middle-aged experts.
There are 691 medical staff, 938 nursing staff, 383 technicians, 164 other professional and technical staff, and 263 administrative and logistic staff, with the ratio of beds to medical staff: 1:0.48, and the ratio of beds to nursing staff: 1:0.65. After the reform and opening up of the country, the functions of logistic management have been further clarified, which are both to ensure that the whole hospital is supplied with water, electricity, gas, refrigeration, heating, and communication, After the reform and opening up, the functions of logistics management were further clarified to ensure the normal operation of water, electricity, gas, refrigeration, heating, communication, supply of materials, washing and daily maintenance of the whole hospital, and to wholeheartedly serve for the medical, teaching, research and the staff. 2003, the hospital started to do ISO9001-2000 quality management system certification, and through several internal audits, the Logistics Department has established and perfected the various management systems, duties and assessment standards, and has set up more than 80 procedural and operational documents, which gradually formed a set of more complete management system. A complete management system has been gradually formed. Clearly logistics service quality objectives are proactive, timely service for all clinical departments of the hospital, basically three (under the receipt, delivery, repair), to ensure that three pass (water, electricity, gas), no two leaks (water leakage, leakage of electricity), to achieve the two satisfaction (staff, patient satisfaction).
The rapid development of the hospital and the introduction of modern equipment and advanced technology in hospitals, so that the scope of logistics and knowledge involved in the increasingly wide range of logistical work for the logistical work of many kinds of technical, large, wide range of spread of the characteristics and the age of the staff and the overall cultural level of the situation is low. Logistics leadership team from the management focus on staff education, improve the overall quality of the logistics team, targeted around the hospital's central work to carry out special education, pay close attention to the job responsibility system and job skills training, set up a "patient-centered" thinking, to carry out the commitment to service, to work hard for me a person, to facilitate the first line of the spirit of dedication and love of the job, proactive clinical services for the front line. Proactively for the clinical front-line services, under the collection and delivery, repair door-to-door has been insisted for many years. Combined with the quality management system certification and hospital level review of logistics requirements to establish and improve the management system, to do everything "chapter to follow", "have evidence to check", "someone responsible for ", "someone to supervise" the work mechanism, so that workers in the system under the constraints of the formation of a unified model to promote the improvement of work efficiency and quality of service, logistical services for the normal operation of the hospital as a whole has laid a solid foundation.